Organizational Organizational DevelopmentDevelopmentClient – Consultant Client – Consultant

RelationshipRelationship

Group Group MembersMembers::

ArunArun YaswanthYaswanth

VinodVinod VenkatVenkat AbhayAbhay

OD consultant’s EntryOD consultant’s Entry

Usually starts of with a phone callUsually starts of with a phone call

Followed by personal meeting with the Followed by personal meeting with the clientclient

Details about the situation(s) discussedDetails about the situation(s) discussed

OD consultant addresses the clientOD consultant addresses the client Consultant’s understanding of the situationConsultant’s understanding of the situation OD Plan is framed and evaluatedOD Plan is framed and evaluated

Defining The Client systemDefining The Client system ““To intervene is to enter into an ongoing To intervene is to enter into an ongoing

system of relationships, to come between system of relationships, to come between or among persons, groups or objects for or among persons, groups or objects for the purpose of helping them”the purpose of helping them”

- - ArgyrisArgyris

Interactions, Interrelationships and Interactions, Interrelationships and interfacesinterfaces

The TrustThe Trust Mutual trust – a key ingredient for Mutual trust – a key ingredient for

success of OD activitiessuccess of OD activities

Each interaction between Client & Each interaction between Client & Consultant builds trustConsultant builds trust

Confidentiality TrustConfidentiality Trust

Consultant’s ExpertiseConsultant’s Expertise

OD ConsultantOD Consultant An expert in strategic planning contentAn expert in strategic planning content A FacilitatorA Facilitator

Facilitator role preferred:Facilitator role preferred: Use of Client’s Internal resourcesUse of Client’s Internal resources Internal skill developmentInternal skill development Collaborative & Developmental approachCollaborative & Developmental approach

Depth of InterventionDepth of Intervention

Roger Harrison’s termsRoger Harrison’s terms Concept of accessibilityConcept of accessibility Concept of individualityConcept of individuality

2 criteria for determining the appropriate depth of 2 criteria for determining the appropriate depth of interventionintervention

To intervene at a level no deeper than that To intervene at a level no deeper than that required to produce enduring solutions to the required to produce enduring solutions to the problems at handproblems at hand

To intervene at a level no deeper than that at To intervene at a level no deeper than that at which the energy and resources of the client can which the energy and resources of the client can be committed to problem solving anf to changebe committed to problem solving anf to change

Continued..Continued..

How well are we performing as a total How well are we performing as a total organization ?organization ?

How well are we doing as a large unit? How well are we doing as a large unit? How well are we doing as a team?How well are we doing as a team? How well are you and I working together?How well are you and I working together? How well are you doing?How well are you doing? How well am I doing?How well am I doing?

Appropriate InterventionsAppropriate Interventions

““What is going well in our weekly What is going well in our weekly department head meetings”department head meetings”

““What is preventing the meetings from What is preventing the meetings from being as effective as we’d like”being as effective as we’d like”

““Start where the system is” – Herbert Start where the system is” – Herbert ShepardShepard

The consultant as a modelThe consultant as a model

The consultant’s words and apparent The consultant’s words and apparent feelings need to be congruentfeelings need to be congruent

The consultant team as a The consultant team as a microcosmmicrocosm

Consultant team must set an example of Consultant team must set an example of an effective unitan effective unit

Practitioners need the effectiveness that Practitioners need the effectiveness that comes from continuous growth and comes from continuous growth and renewal processesrenewal processes

Quality of interrelationships within the Quality of interrelationships within the consulting teams carries over directly into consulting teams carries over directly into the quality of their diagnosis, the quality of their diagnosis, interventions designs and interventionsinterventions designs and interventions

Feedback loopsFeedback loops

Collecting feedback – Very vitalCollecting feedback – Very vital

Helps in altering / improving the OD Helps in altering / improving the OD activitiesactivities

Collecting feedback – improves the Collecting feedback – improves the rapport between the consultant & clientrapport between the consultant & client

The Dependency Issue & The Dependency Issue & Terminating The Relationship Terminating The Relationship

Enhancing - Internalize skills – Expert Vs Enhancing - Internalize skills – Expert Vs FacilitatorFacilitator

Consultant Intervention – Client “free, Consultant Intervention – Client “free, informed choice”informed choice”

Consultant’s dilemma – increase Consultant’s dilemma – increase resourcefulness Vs remain involved, resourcefulness Vs remain involved, needed & competentneeded & competent

Consultant’s judgment – declining OD Consultant’s judgment – declining OD effortsefforts

Continued..Continued..

Helping people rest grudges & unwanted Helping people rest grudges & unwanted issuesissues

Internal power strugglesInternal power struggles Political power maneuveringPolitical power maneuvering Longtime OD – solves problem – rarely Longtime OD – solves problem – rarely

usedused Temporary neglect ions - right spirit – Temporary neglect ions - right spirit –

informal approaches.informal approaches. Termination – a good choiceTermination – a good choice

Ethical Standards In ODEthical Standards In OD

Misrepresentation of the consultants’ s Misrepresentation of the consultants’ s skillskill

Professional/Technical IneptnessProfessional/Technical Ineptness Misuse of dataMisuse of data CollusionCollusion CoercionCoercion Promising unrealistic outcomesPromising unrealistic outcomes Deception & conflict of valuesDeception & conflict of values

Implications Of OD For The Implications Of OD For The ClientClient

To enlarge the database for making To enlarge the database for making management decisionsmanagement decisions

To expand the influence processesTo expand the influence processes

To capitalize on the strengths of the To capitalize on the strengths of the informal systeminformal system

To become more responsiveTo become more responsive

Continued..Continued..

To legitimize conflict as an area of To legitimize conflict as an area of collaborative managementcollaborative management

To examine its own leadership style and To examine its own leadership style and ways of managingways of managing

To legitimize and encourage the To legitimize and encourage the collaborative management of team, inter collaborative management of team, inter team, and organization cultures team, and organization cultures

Thank You..Thank You..